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Can we switch to 100% renewable energy by 2030? Folks @ Stanford via FAST COMPANY crunch the numbers

Allen Bingham Meanderings October 22, 2009 1 Minute

Can we switch to 100% renewable energy by 2030? Folks @ Stanford via FAST COMPANY crunch the numbers.

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Published by Allen Bingham

I am a follower of Jesus, husband, father, and pastor of First United Methodist Church of Rockingham, North Carolina. View all posts by Allen Bingham

Published October 22, 2009

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Previous Post Personally I am excited about the sharing capabilities, the WiFi connection and browsing for free at Barnes & Noble. 1. Sharing capabilities: One of the best things about hardcovers or paperbacks is that you can give them to family and friends … Nook users can loan books to friends for two weeks and those e-books can be accessed through PCs or smartphones such as the BlackBerry and the iPhone … 2. Android OS: The Nook is the first e-book reader to run Android, Google’s operating system written for mobile devices … Barnes & Noble hasn’t announced anything about putting out a software developers’ kit for the Nook. But it hasn’t ruled out the idea either. 3. Color touchscreen: In the world of e-readers, Nook’s dual display feature is unique. Nook has the usual black-and-white E Ink screen for reading books, but it also has a color capacitive touchscreen … The touchscreen lets readers browse through books by flicking through them. 4. Access to 3G and Wi-Fi: But Nook is the only one to offer both 3G and Wi-Fi … On launch, it will work only in Barnes & Noble stores, all of which offer free Wi-Fi … 5. In-store browsing: … In a neat trick that takes advantage of Barnes & Noble’s brick-and-mortar stores, the Nook lets users read entire e-books for free in-store.

Next Post Here is an extended quote: Remember, the goal of structured futures thinking is to come up with a picture of possible futures that will help to inform strategic decisions. The answers you’ll get from a futures exercise are rarely cut-and-dried, but ideally will help you make your decision more thoughtfully. Futures thinking isn’t a Magic 8-Ball, a process where all you need to ask is “Should we do X?” (and getting “Ask Again Later” as a result is neither useful nor surprising). It’s a subtle point, but I tend to find it useful to talk about strategic questions in terms of dilemmas, not problems. Problem implies solution—a fix that resolves the question. Dilemmas are more difficult, typically situations where there are no clearly preferable outcomes (or where each likely outcome carries with it some difficult contingent elements). Futures thinking is less useful when trying to come up with a clear single answer to a particular problem, but can be extremely helpful when trying to determine the best response to a dilemma. The difference is that the “best response” may vary depending upon still-unresolved circumstances; futures thinking helps to illuminate possible trigger points for making a decision. One important point about the difference between problems and dilemmas: with dilemmas, you will generally have a sense of the different possible responses, and have to make an intelligent choice between them. With problems, the solution is almost by definition hidden, and must be discovered. Futures thinking is much more robust when dealing with dilemmas.

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